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Strategizing in NPOs : A case study on the practice of organizational change

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abstract This paper presents the main results of a longitudinal case study of a strategic change process in a cooperative bank. Pursuing both a “social” mission and an explicitly economic rationale, this particular nonprofit-organization provides an exemplary research setting for inquiring into the delicate and contradictory interplay of mission focus and commercial imperatives. Departing from the practice perspective as a micro-view on everyday strategizing – an approach that seems to have not found its way into NPO-research yet – allows us to take an in-depth look at how people go about the process of making strategy despite the tensions between mission and profit. Our data yields three patterns of strategizing practices that aim at fostering economic growth without damaging the “social” mission, namely supporting diverse positions, protecting stabilized relationships and relating to organizational experiences. Building upon our empirical results, we tentatively conceptualize “balancing practices” as potentially important acts of strategizing in NPOs.
   
type journal paper
   
keywords nonprofit organizations, strategic management, strategy-as-practice, contradictory rationalities
   
project Strategic Management in Nonprofits
language English
kind of paper journal article
date of appearance 10-11-2009
journal Voluntas
publisher Springer
number of issue Published online
page(s) 1-25
review double-blind review
   
citation Jaeger, U., & Beyes, T. (2009). Strategizing in NPOs: A case study on the practice of organizational change. Voluntas(Published online), 1-25.